Archives

30Aug2018

Peak Performance with Goal Setting

  • By Ian Bradley
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In my practice as a executive coach in Montreal, I am often confronted by clients who criticize themselves for lack of organizational skills.   “Why can’t I get this done?” or “I’m always behind”  and  “my to-do list never gets accomplished! “ are often common expressions of this malaise.   There are many excellent books
22Jul2014

Conflict (cont), Lessons in Management, Part VI

  • By Ian Bradley
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In my work as an executive coach who sees professionals in many different capacities, it has struck me that each professional has its own competitive angle. I remember counseling several mathematicians who explained to me that if you weren’t a genius, or perceived as one, you were by default mediocre. For litigation lawyers, it’s their
11Sep2013

What it takes to succeed: academic success

  • By Ian Bradley
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For the last three years, I had the dream of teaching assignments at McGill University.   The course content was perfectly aligned with my 40-years of clinical experience that ranged from running a treatment center with autistic children to directing a department of psychology in large Montreal teaching hospital.  Besides talking about something that I knew,
07Mar2013

Clinician comme Coach

  • By Ian Bradley
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Before specializing in executive coaching and workplace problems, I was a clinical psychologist with stints in mental hospitals and clinics in Los Angeles, Vancouver, Toronto as well as Montreal.  I worked extensively with both severely disturbed patients with diagnoses such as schizophrenia and bipolar disorder as well as more down-to-earth problems in living such as
11Dec2012

Ability to learn: what’s required in an executive?

  • By Ian Bradley
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For many of my clients, learning starts with a problem – not always a crisis but a problem that brings enough distress that they seek my services in executive coaching. Two all-stars of I/O Psychology, Bennis and Thomas have referred to these transforming events as ”crucibles.”  Perhaps like the chemistry crucible, one hopes that the
16Oct2012

A busy day: two scenarios

  • By Ian Bradley
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Many of the executives that I see in my Montreal practice for executive coaching talk about their hectic days.  As I listen to their stories, I am quietly asking myself a key question: Are they in some measure able to control the stream of tasks, or is the onslaught occurring without a filtration or buffering
09Oct2012

Working with “insurance” is stressful

  • By Ian Bradley
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“I’ll just run this by my boss” was a phrase that I heard all to frequently from my client who came to see about work-related stress.  Laura, a young woman in her first major corporate job, worked for a boss who micro-managed.   The boss, who did not like surprises, insisted upon being appraised about each
01Oct2012

Stress Leave (conclusion)

  • By Ian Bradley
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In in two previous posts, I described the typical sequence of events that surround a workplace leave for psychological distress.  I remarked on how the current system of handling such leaves is unsatisfying for the insuracne carrier, the employer, co-workers and most importantly, the stressed worker. I agree that the medicalization of the process with
06Oct2011

Never at Home!

  • By Ian Bradley
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This title refers to the silent motto of many of my executive coaching clients who refuse to talk at home about work, especially work problems. Oft cited reasons include: I don’t want to burden my wife He’d never understand anyway. I’d be seen as whining It’s too complicated to explain. Of course, there is a
20Jul2011

Coping with the Hot-Seat: lessons from Rebekah Brooks

  • By Ian Bradley
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In my practice as an executive coach, clients often come to see me in a crisis.  Frequently, that crisis stems from a superior’s criticism of that client’s on the job performance.  Whether it was a failure to meet specified sales targets or a budgetary over-run, defending oneself successfully is something of an art. Today’s televised
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